that's where the action is. what we're saying is, look, industrial companies stay out of that at their own peril. it's no longer a day where you say "i'm going to make the engine and let a software guy decide how it flies." that's what we're focused on. >> rose: are there businesses that still now are in the part of g.e. that you want to spin off or do you have the core companies for the future? >> i think we've got the best portfolio we've had in a decade. financial services is a lot smaller than the last time i was on your show, for obvious reasons. but we're in the range of 60% to 70% of the country is industrial 30% to 40% is financial. that's a pretty good balance for us. so i'd say we're about where we'd like to see the company and places where we have real competitive advantage. >> rose: someone once said the way to judge g.e. executives-- this may have been one of your predecessors-- is how they allocate capital and evaluate people. do you agree with that? >> i think there are certain core competencys th